service-oriented management:facilitating a flow-based work environment
DESCRIPTION
Through research-based concepts explore how managers can facilitate environments where employees do their best work. Managers who take a service-oriented approach to leadership proactively coach, encourage, and create targeted opportunities for employees.When people are able to work in a flow state environment, they are happier, more productive, and make better decisions.TRANSCRIPT
Service-Oriented Management:Facilitating a Flow-based Work
Environment
Judith L. Glick-Smith, Ph.D.MentorFactor, Inc.
© 2013
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Introduction
O BackgroundO DefinitionsO Facilitating a
flow-based work environment
O Connecting the dots
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Georgia Smoke Divers
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Management vs. Leadership
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Traditional Definitions
Management: The process of dealing with, directing, and/or controlling things or people.
Leadership: The act of establishing direction and influencing others to
follow that direction.
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Servant Leadership
“A philosophy and set of practices that enrich organizations and
ultimately creates a more just and caring world”
Robert Greenleaf
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Characteristics of a Servant Leader
O Conscious choice to serve first
O Low need for powerO Low need for
ownershipO Driven by the need to
ensure that others’ highest priority needs are being met
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Service-Oriented Management
O Combination of leadership and management
O A conscious, mindful way of facilitating and empowering others to achieve a collective vision, maximizing team flow
O Enabling others to achieve their own personal visions, maximizing personal flow
What is Flow?
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O Clear goals and feedbackO Opportunities for acting
decisivelyO Awareness and action mergeO Concentration on the task at
handO Confidence: The sense of
controlO Loss of self-consciousnessO Temporal distortionO Autotelic experience
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Flow-based Decision Making
O Importance of awarenessO Of selfO Of othersO Of the situation
O Importance of presenceO To be in the momentO To attend to goals
O Importance of confidence as facilitated by O TrainingO Experience
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Traditional vs. Recognition-Primed Decision Making
O Traditional DM modelO Boyd’s OODA LoopO “Thin-slicing” (Gladwell,
2005)O Depends on recognizing
familiar situations and patterns
O Action is based on experience and training
O Intuition grows out of experience
Observe
Orient
Decide
Act
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Moving toward a High Reliability Organization
O Capacity to anticipate “unexpected” problems
O Capacity to contain “unexpected” problems
O Uses a mindful approach to responding to events
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Principles of Anticipation
O Principle 1: Preoccupation with failure
O Principle 2: Reluctance to simplify
O Principle 3: Sensitivity to operations
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Principles of Containment
O Principle 4: Commitment to resilience
O Principle 5: Deference to expertise
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Operationalizing an HRO Culture
O Individual choice begins with leadership
O Individual mindfulness champions mindful behavior
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Steps to Facilitate FlowO Take the time to
discover what your employees’ flow states are
O Pay attention to what constitutes team flow in your environment
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Facilitating Team FlowO When are your folks most
productive?O When do they make the best
decisions?O How can you replicate the
conditions when this happens?O How can you provide your
people with more experiences over time?
O What kind of training will hyper-jump them into a high-functioning team?
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Example: Georgia Smoke Divers
O Conscious leadership by example
O Mindful managementO Using history and
ritual to bind the group
O Facilitating individual and team success
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Connecting the DotsO Choose to serve vs.
“control and direct”O Mindfully attend to
the needs of the team
O Create an environment that fosters optimal experience
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ReferencesO Csikszentmihalyi, M. (1997). Finding flow: The
psychology of engagement with everyday life. New York, NY: Basic Books.
O Csikszentmihalyi, M. (1990). Flow: The psychology of optimal experience. New York, NY: HarperCollins.
O Csikszentmihalyi, M. (1988). Introduction. In M. Csikszentmihalyi, & I. S. Csikszentmihalyi (Eds.), Optimal experience: Psychological studies of flow in consciousness. Cambridge, UK: Cambridge University Press.
O Csikszentmihalyi, M. (1993). The evolving self: A psychology for the third millennium. New York, NY: HarperPerennial.
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ReferencesO Gladwell, M. (2005). Blink: The power of thinking
without thinking. New York, NY: Back Bay Books.O Klein, G. (1999). Sources of power: How people
make decisions. Cambridge, MA: MIT Press.O Klein, G. (2009). Streetlights and shadows:
Searching for the keys to adaptive decision making. Cambridge, MA: MIT Press.
O Weick, K. E., & Sutcliffe, K. M. (2007). Managing the unexpected: Resilient performance in an age of uncertainty. San Francisco, CA: John Wiley.
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Questions?